Business
Organization Redesign
CARE is an international nongovernmental organization that helped many people right after the Second World War. However, the organization’s mission changed as the time goes by, as there are existing challenges that many are currently facing. It aims to fight the global poverty and to stop the spread of disease. These missions are being addressed by different country officers of CARE. However, the organization’s Chief Executive Officer, Dr. Helene Gayle, aims to improve their effectiveness by redesigning the organization. She wanted the whole organization to act on their mission as one. In order to achieve this change within the organization, there are various factors that have been considered.
The integration and differentiation play a role in the organizational redesign of CARE International. Primarily, differentiation can be of various types. People in different units of the organization may have their own perspective when it comes to implementing the target change in the organization (Rao, 2009). For example, the accounting unit of the organization may view cost reduction as one way to help the organization so as to divert the other expenses into more useful projects. In CARE’s situation, the differentiation’s role could be the different perspectives of its various working units in which they see these changes in several views. The integration, on the other hand, has the role to designate the level to which the members of different units or departments will work together in an integrated manner. Similar to what Dr. Gayle aims, which different country leaders of the organization must work together for the better whole. In redesigning CARE, differentiation could be the various perspectives and actions of different working units of the organization. Thus, differentiation could not help the organization in promoting its cooperation effort. On the other hand, integration would serve as one of the key factors that would help Dr. Gayle’s mission to promote and achieve collaboration among the leaders of different country offices of the organization.
There are different teams in the organization that could facilitate the success of CARE’s redesign. The various working units in the organization have their own role that can be used to contribute in the success of the planned organizational redesign. As a recommendation, creating a separate team that would ensure the redesign success is a team that composed of members playing essential functions in the organization. The initial composition of the team that has important functions are humanitarian advocacy personnel, country directors, finance directors, and program quality personnel. These are the people of different working units that could be collaborated as one team that will focus on the organizational redesign processes. The humanitarian advocacy personnel will focus on the major humanitarian efforts of the organization in which must be equally implemented on every country office. Different country directors will serve as leaders who will ensure that the collaboration among country offices will be intact. One of their tasks is to ensure that the individual autonomy is not being practiced when it comes to decision-making, fund raising, and being on their own in general. The support must be given to all the units of the organization so that potential challenge in raising funds will be reduced.
Furthermore, the finance directors will assist in the decision-making process in terms of taking care of the organization’s finances. This is so that a good financial flow using similar model will be practiced in all country offices. Relatively, the program that aims to establish collaboration among the different offices of the organization in various countries will be taken cared of by the program quality personnel. This unit of the team will focus on the collaboration project and must ensure that the proper guidelines are being followed.
As part of the organization redesign, a recommendation when it comes to the decision-making rights would be the country director’s decision-making process. The change will include the involvement of various units especially when it comes to implementation of new rules and ideas. There must be a sole decision maker, as it must be consulted to the organization’s committee before the project implementation. In this case, there will be a check and balance on each unit of the organization.
One specific job redesign that can be part of the organizational redesign recommendation is the country offices’ leadership approach as well as their accountability to the society. Primarily, their leadership approach must match the organization’s mission, which is to spread humanitarian works. Therefore, each leader’s approach must encompass the ethical values of the organization in all aspects. Additionally, he must represent the accountability between the organization and the society, as it is the rationale of the first’s existence (Kaplan, 2011).
The job dimensions that are affected by this redesign are the jobs that are responsible for financial decisions and communication. These dimensions are affected because the collaboration that Dr. Gayle brought to CARE could mean a reduction of independence of the decision-making of each country office leader. On the other hand, this change in the organization would provide better results when it comes to the evaluation of the organization’s effectiveness.
One of the poor employee commitments in the organization is the challenge to accept the proposed changes. That is because an employee may have been used to practice the old work culture before the organizational redesign took place. However, the management must ensure that the organizational redesign if for the sake of the whole and not just an individual effort. The management must also have the right approach in introducing the changes in the organization in order to preserve the employees’ motivation and commitment.
References
Kaplan, R. S. (2011). Strategic Performance Measurement and Management in Nonprofit Organizations. Non-Profit Management and Leadership, 11(3), 353-369.
Rao, S. R. (2009, January 9). Differentiation and Integration in Organizations. Retrieved August 4, 2014, from http://www.citeman.com/4675-differentiation-and-integration-in-organizations.html
Spector, B. (2010). Implementing organizational change: Theory into practice. Upper Saddle River, NJ: Prentice Hall.
